Do Not Bring Your Whole Self to Work - Your Best Self is OK

The phrase "bring your whole self to work" has become an heavily used buzz phrase. As Harvard Business Review recently noted in "Why Leaders Should Bring Their Best Self—Not Their Whole Self—to Work," this advice has "morphed into a rallying cry for radical transparency and unchecked self-expression" that is risky. I have learned and regularly coach managers that the goal isn't for people to share everything about themselves, there are aspects of our personal lives that simply don't belong at work.

Instead, managers should aim to create an environment where people can practice professional vulnerability.

Professional vulnerability builds psychologically safe work environments where people feel welcome to take creative risks, share their perspectives without fear of consequence, and make valuable contributions. This means being open about work-related challenges, admitting when you don't know something, asking for help, and acknowledging mistakes. All of these vulnerabilities demonstrate humility and are within appropriate professional boundaries.

The distinction matters because there is a clear purpose for professional vulnerability, it moves work forward and strengthens team effectiveness. When team members can safely discuss their uncertainties about work, admit gaps in their knowledge, or share concerns about deadlines, teams perform better.

These boundaries and personal editing are not dishonest; they are productive and helpful. They protect both individuals and organizations from unnecessary drama while still fostering the trust and openness that high-performing teams need.

Leaders who understand this difference create workplaces where people can be authentic and professionally courageous without feeling pressured to overshare personal details. That's the foundation of effective and productive teams.